04 CM0471 Module 4

8/22/2019 04 CM0471 Module 4

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Six Sigma Black Belt

Cert. Prep. Course:DefineDefineDefineDefineModule IV

©2009 ASQ 2

Agenda

This module consists of three lessons:

1. Voice of the customer2. Project charter3. Project tracking

©2009 ASQ 3

Lesson 1 – Voice of the Customer

Segment customers for each project and show howthe project will impact both internal and external

customers. (Apply)

IV.A.1 Customer Identification

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©2009 ASQ 4

Customer Identification

• Customer is anyone who is affected by a product or

process

• In order to improve our process, we must understand

the Voice of the Customer (VOC)

• Customers can be segmented as follows:

– Internal and external customers

– Customer demographics

– Industry types

See CSSBB HB, page 62

©2009 ASQ 5


• Voice of the Customer (VOC) – Customers are both internal and external customers who

are impacted by the project – VOC must be sought early on in any project

•Internal and External Customers – Includes all functions affected by the product or process at

the managerial and workforce levels

– Internal customers

• Are the recipients within an organization of anotherperson’s or department’s output (product, service, orinformation).

– External customers• Are the people or organizations that receive a product,

service, or information but who are not part of thesupplying organization.

©2009 ASQ 6

• Customer Demographics

– Segmentation enables organization to concentrateon vital few customers in their target market

– Age groups

– Geographical location

– Language, culture, etc.

• Industry Types

– Determine the impact of the project on differentindustry types

– Example: hospitals, distributors, packagers, etc.


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©2009 ASQ 7

Identify and select the appropriate data collectionmethod (surveys, focus groups, interviews, observation,etc.) to gather customer feedback to better understandcustomer needs, expectations, and requirements.Ensure that the instruments used are reviewed forvalidity and reliability to avoid introducing bias orambiguity in the responses. (Apply)


IV.A.2 Customer Feedback

©2009 ASQ 8

•Data Collection Methods

– Data should be objective and shed light on customerrequirements

– These methods can be used to collect data / informationfrom current and potential customers

• Surveys• Focus Groups• Interviews

• Customer Complaints• Market Research• Mystery Shopper

• Observations• Customer Scorecards• Data Mining• Customer Audits• Lost Business Analysis


Customer Feedback

©2009 ASQ 9

Customer Feedback – Levels

of Evaluation

XXXOpinion

XXXAttitude

XBehavior

XXXKnowledge

SurveysObservationsInterviewsFocus GroupsCustomerService Records

Levels ofEvaluation

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©2009 ASQ 10

Progress Check

Methods forgatheringcustomer input

Benefits Drawbacks

• Your suburb has seen a growth in the population of youngerresidents in recent years, and your high school wants to plan

ahead for an influx of students entering the system in a few years.• Identify the customers for the high school, and what are some of

the sources that the school must use to obtain customer feedbackin order to help them plan and serve their customers?

• Discuss the methods for obtaining information, the benefits anddrawbacks of each.

©2009 ASQ 11

Guidelines to Follow WhenGathering Customer Feedback

XXXXSUBJECT TO POORRESULTS

XXXXSUBJECT TO SAMPLING

ERRORS

XXENVIRONMENTAL

INFLUENCES

XXXDIFFICULT TO INTERPRET

XXLEADING BEHAVIORS

XXXASKING MULTIPLEQUESTIONS IN ONE

QUESTION

XXLEADING QUESTIONS/

WORDING

XXTOO MANY QUESTIONS

SURVEYSOBSERVATIONSINTERVIEWSFOCUSGROUPS

SOURCES OF BIASAND ERROR

©2009 ASQ 12

Define, select, and use appropriate tools to determinecustomer requirements, such as CTQ flow-down,

quality function deployment (QFD), and the Kanomodel. (Apply)


IV.A.3 Customer Requirements

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©2009 ASQ 13

Customer Requirements Flow Down

Product Tree

©2009 ASQ 14

Critical-to (CT) Matrix – Example

©2009 ASQ 15

QFD: Operational Definition

Quality – meeting customer requirements

Function – what must be done

Deployment – who will do it, and when will it

be done

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©2009 ASQ 16

FUNCTIONAL

REQUIREMENTS

PART

CHARACTERISTICS

PROCESS

VARIABLES

CRTICAL-TO-SATISFACTION

REQUIREMENTSKEY PART

CHARACTERISTICS

KEY PROCESS

VARIABLES

MANUFACTURING

PROCESSES

KEY MANUFACTURING

PROCESSES

Four- phase Quality Function Deployment

VOICE OF THE

CUSTOMER

The first matrix is known asthe “House of Quality”

©2009 ASQ 17

QFD House of QualityConverts Customer Requirements (VOC) to product/service

design requirements

See CSSBB HB, 6

Company

Comp A

Comp B

Technical Competitive Benchmark

<<Target Values

<<Target Category

<<Design Reuirement Absolute Importance

<<Design RequirementRelative Importance

Relationship Matrix

C o m p e t i t o r B

C o m p e t i t o r A

C o m p n a y N o w

CustomerRating

Company Product

Vision

DesignRequ irements C u s t o m e r P r i o r i t y

Market

Completivie

Benchmark

A b s o l u a t e I m p o r t a n c e

Product/ Service Plan

Voice of

the

Customer

Trade-offs

I m p r o v e m e n t

C o m p n a y P l a n

S e l l i n g P o i n j t

R e l a t i v e I m p o r t a n c e

1 1 2 3 4 5 6

7

8

10

Trade-offs

9

©2009 ASQ 18

QFD ExampleScenario: design of a car

• Voice of the customer

• Wants high-fuel efficiency

• Needs air bag

• House of Quality — identifies key design requirements that relate toair bags and fuel efficiency

• Part characteristics that reflect key design requirements

• Vehicle structure to accommodate air bag

• Types of material to ensure fuel efficiency

• Process variables that reflect key part characteristics

• Production processes that affect air bags

• Production processes related to fuel efficiency

• Manufacturing process that reflects key process variables

• Verification of key characteristics for air bags and fuel efficiency

• Monitoring of key characteristics

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©2009 ASQ 19

Kano Model

L e a d e r s

h i pP e r

f o r m a n c

e

C o m p

e t i t i v

e P e r f

o r m a n

c e

S t a n d a r d

P e r f o r

m a n c e

Execution Excellence

CustomerSatisfaction

I N N O V

A T I V E

P R O D U C

T

I N N O V

A T I V E

P R O D U C

T

☺

☺

C O M M

O D I T Y

P R O D U C

T

C O M M

O D I T Y

P R O D U C

T

More Tolerance More Tolerance for for

Quality Problems Quality Problems

Less Tolerance Less Tolerance for for

Quality Problems Quality Problems

Source: Dr. Noriaki Kano

See CSSBB Handbook second edition, page 69

©2009 ASQ 20

Progress CheckProgress CheckProgress CheckProgress Check

Discuss a common situation like an airplane trip or a hotel stay.Discuss the customers’ requirements and classify each as a basic

need, a performance requirement, or a delighter.

Customer Requirement Classification of Need

©2009 ASQ 21

Lesson 2 – Project Charter

Develop and evaluate the problem statement inrelation to the project’s baseline performance and

improvement goals. (Create)

IV.B.1 Problem Statement

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©2009 ASQ 22

Project Charter

The project charter is a document negotiatedbetween, and approved by, management, typically

the Champion, and the Black-Belt Team Leader.

Project charter elements are:

• Problem Statement• Business Case (why is the problem important to theenterprise?)

• Expected Bottom-Line Savings• Project Scope

• Goal Statement (reduce defects, cost, or cycle time)• Resources Required

• Tentative Schedule• Team Members (if possible)

©2009 ASQ 23

Problem Statement, BusinessCase, and Scope

A problem statement, business case, and scope

detail the issue the project team wants to improve:

• Focus the team on a process deficiency

• Communicate the significance of the process

deficiency to others

• Accurately define the boundaries of the project

to prevent scope creep

©2009 ASQ 24

Problem Statement

• Stated clearly and specifically

• Realistic in scope

• Avoids stating any impliedcauses and / or solutions

• Described simply and is easyto understand

• Provides a clear focus anda means to determine theimplemented solution’seffectiveness

• Has quantitative results

• Includes a tentative schedule

See CSSBB Handbook

second edition, page 71Answers the questions:• What• Where• When• How often• How much

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©2009 ASQ 25

Progress Check

What is wrong with these Problem Statements?

– Poor quality and low morale have reducedcustomer satisfaction. We must improve

satisfaction.

– Our customers have a poor opinion about ourservice. Our service must be the best in the

industry by 2009.

– Vendor costs are going up. We must decreaseour packaging cost by 15% this year.

©2009 ASQ 26

Develop and review project boundaries to ensure thatthe project has value to the customer. (Analyze)


IV.B.2 Project Scope

©2009 ASQ 27

Scoping the Problem : In and Outof Scope

• “Is” / “Is-Not” analysis works by making you deliberately thinkabout the problem and, in particular, the boundaries of what is“In and Out of Scope.”

• It helps to create focusing attention and, consequently, is morelikely to lead to the right problem being solved – it preventsScope Creep

• Factors defining/limiting project scope

– Boundaries set too narrow can restrict teams

– Boundaries set too broad can be beyond a team’sresources

• Too many interconnected problems

• May lead to frustration on the part of a team


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©2009 ASQ 28

Scoping the Problem

How many things don’thave the problem?

How many things have theproblem?

Is there a trend?

Impact

When is the problemnot seen?

Where did it appear?

Is there a pattern?

When is the problem seen?

Timing

Where isn’t the

problem?

Where is the problem?Location

What does not havethe problem?

What is not theproblem?

What has the problem?

What is the problem?

Identity

©2009 ASQ 29

Is / Is-Not Analysis – Example

A manufacturer of health food receives raw ingredients in bulk and

labels to be applied for processing and packaging. The processingand packaging operations are as follows:

• Sterilizing the bottles

• Processing the raw ingredients

• Filling the processed ingredients into bottles

• Applying labels to the bottles

• High-speed machines, called labelers, to apply the labels

However, the best labelers tear some labels, leaving some bottleswith torn, unreadable labels, causing rework.

•A major benefit of the Is-Is Not Analysis is its documentation ofcircumstances leading to the problem as well as those notassociated with the problem.

©2009 ASQ 30

All other health

products

Health product # AHow many things

have the problem?

Production before

April 15th

Production after

April 15th

When did the

problem happen?

Tear to label edges,text still readable

Label tears makingtext unreadable

What is theproblem?

Denver facilityChicago facilityWhere is theproblem?

Is-NotIsProblem

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©2009 ASQ 31

Project Definition and Scope

Some of the various tools to develop the projectscope and define the project with data are:

• Process Maps• Pareto Charts• Cause and Effect Diagrams

• Affinity Diagrams

©2009 ASQ 32

Pareto ChartThis was discussed at length in the previous lesson,“Process Management for Projects”.

©2009 ASQ 33

Process Maps

• Describe

– Process boundaries

– Supplier Inputs (X’s)

– Outputs to the customer (Y’s)

– The minimum number of process steps(operations) to connect X’s and Y’s (high level)

• Require frequent review

• Document how the process actually operates, not how it is supposed to operate (“As is” not “ShouldBe”)

• Will identify opportunities for quality improvement —by identifying defects

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©2009 ASQ 34

Process Maps: Basics

Outputs

to theCustomer,Y’s

Op 1 Op 2SupplierInputs,X’s

y1y2y3

x1x2x3

x1x2x3

y1y2y3

Product/serviceparameters

Bad Good

Pass Problem 0K Fail OK Problem

Inspection

Results

Product/Service

y's have four possibilities

©2009 ASQ 35

Process Maps: Construction Steps• Identify Outputs to the Customer (Y’s)

• Validate that all Y’s are necessary

• Identify Inputs from the Supplier (X’s)

• Determine minimum number of process steps (operations, sub-

processes, etc.) that are necessary to connect X’s with Y’s

• For each process step, determine process and product / serviceparameters

• List product / service or output Y’s (Remember, there are fourpossibilities for each Y. For a quick start, list only the “bad” Y’s

that “fail” inspection.)

– List process or input x’s

– Classify the x’s

– Ensure there is an x for every y

– Investigate x’s without y’s

©2009 ASQ 36

Process Maps: Construction Steps

(Continued)• Classify the process or input parameters (x’s)

– N = Noise Factors

• Uncontrollable

• Controllable, but not controlled by decision

– C = Controllable factors – process factors that can bechanged to effect the output parameters (y’s)

– W = Work Instructions

• Define the operation of input parameters (x’s)

• Minimize variation caused by noise factors

– Cr = Critical Factors

• Typically are not known when process map is started

• May be known from operator experience

• Determined from FMEAs, DOEs, etc.

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©2009 ASQ 37

Process Maps: Create at Any Level

Step 1 Step 2 Step 3X’s Y’s

Step2.1

X’s Y’sStep2.2

Process Level #1

ProcessLevel #2

©2009 ASQ 38

Process Maps

InputsOutputsy = f(x)

Process Step

Product/ServiceParameters

y1y2y3- - -

Process Parametersx1x2X3- - -

C = ControllableCr = Critical

N = NoiseW = Work Inst

Remember the 6 Ms:

Man (People) Machine (Equipment) Method (Procedures) Material

Measurement Mother Nature (Environment)

Five Why’s! Why do we havethis defect. Why . . .

Product/Service and Process Parameters

©2009 ASQ 39

Process Map

INPUTS

(X’s)

STEP# 3

STEP# 1

STEP# 4

STEP# 5

y’s(Product Parameters)

STEP# 2

OUTPUTS(Y’s )

OUTPUT

Process (x’s)

Product (y’s)

INSPECTION

SCRAP

REWORK

KEYfor (x’s)Process Parameters

N Noise Parameters

C Controllable Process ParametersS SOP Parameters

CRCritical Parameters

STEP# 6

STEP# 7

INPUTS

x’s

(Process Parameters)

Process (x’s) Process (x’s) Process (x’s) Process (x’s)Process (x’s) Process (x’s)

Product (y’s) Product (y’s) Product (y’s) Product (y’s) Product (y’s)Product (y’s)

A process map is a graphical means ofdepicting process structure, visuallydefining the steps of any process.

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©2009 ASQ 40

An Example – Brewing Coffee

Kitchen

Determinerequirements

Install filterMeasure

coffee

Pour coffeein filter

Measurewater

CollectMaterial

How many cupsHow darkCaffeineMilkSweetner

Cr CoffeeCr FiltersCr Machine

All materialavialable

CenteredNo tears

Cr MeasureN Light

2 TBS/cup+ or - 1/2 TSP

N LightC Distance fromoperator

Centered infilter within+ or - 1/2 inchNo spills

Turn onmachine

Serve coffee

Specifiednumber of cups+ 1/2 to +3/4 cup

N LightCr MeasureC Distance fromoperatorN Water quality

Cr Electricity

Red lightilluminatedSound startsDripping stops

Cr Correct filter

1800 + or - 100

Aromatic< 1 hour since brewed

Cr CupsP SpoonsCr MilkCr Sweetner

File: Coffee Process Map.igx

©2009 ASQ 41

Cause and Effect Diagram• Example: Going fishing and not catching a fish

©2009 ASQ 42

Progress Check

1. Create a fishbone diagram for poor service at agarage

2. Select the most appropriate statement below.

The disadvantages of a fishbone diagram are:

a. It displays the effect in a graphical manner

b. The causes are identified

c. It takes time for the team to create, complete,and categorize

d. It is easily understood

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©2009 ASQ 43

Affinity Diagram

• The Affinity diagram is a method for organizing a

large volume of ideas into key groupings or naturalrelationships.• The Affinity Diagram is one of the Seven New

Management Tools.

Affinity diagrams are used:

• When you are confronted with many facts or ideas inapparent chaos

• When issues seem too large and complex to grasp• When group consensus is necessary

©2009 ASQ 44

Affinity Diagram

Source: Certified Quality Improvement Associate Handbook, ASQ Quality Press

©2009 ASQ 45

Develop the goals and objectives for the project on the

basis of the problem statement and scope. (Apply)


IV.B.3 Goals and Objectives

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©2009 ASQ 46

Goals and Objectives

•Use the SMART acronym for goal setting

– S = Specific: Don’t be generic. Set pertinentgoals.

– M = Measurable: Goal must be measurable,otherwise progress towards goal cannot bemeasured.

– A = Achievable: Set stretch goals.

– R = Relevant: Must be linked to strategic goalsof the enterprise.

– T = Timely: Must define a timeframe in which theteam must work.

©2009 ASQ 47

Identify and evaluate performance measurements(e.g., cost, revenue, schedule, etc.) that connect

critical elements of the process to key outputs.(Analyze)


IV.B.4 Project Performance Measures

©2009 ASQ 48

Metrics

•Primary metrics: – Also called "process metrics," are the metrics Six Sigma

practitioners can most influence.•Secondary metrics:

– Can be either business or process metrics, and are derivedfrom or are a result of a primary metric.

•Tertiary metrics: – Are derived from a secondary metric.

Example:• Primary metric : Defect reduction in the manufacture

of Product A

• Secondary metric : Reduce inventory level of a keycomponent used in the manufacture of Product A

• Tertiary metric : Increase profitability for a product A

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©2009 ASQ 49

Lesson 3 – Project Tracking

See CSSBB HB, pages 75–77

IV.C Project Tracking

Identify, develop, and use project managementtools, such as schedules, Gantt charts, toll-gatereviews, etc., to track project progress. (Create)

©2009 ASQ 50

Project Tracking

• Project Management Tools:

– Schedules

– Gantt charts

– Toll-gate / Phase reviews, etc.,

• Track project progress with respect to

– Monetary: Are we within budget?

– Time: Are we on schedule? – Objectives: Are we meeting our goals?

©2009 ASQ 51

Gantt Chart

A Gantt chart is a type of bar chart used by projectmanagers and others in planning and control todisplay planned work and targets as well as work

that has been completed.

Gantt charts are used when:

• scheduling and monitoring tasks within a project• communicating plans or status of a project• the steps of the project or process, their process,

their sequence, and their duration are known

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©2009 ASQ 52

Gantt Chart – Example

©2009 ASQ 53

Toll Gate Reviews

• A tollgate review is held at the completion of each of theDMAIC phases.

• Toll gate reviews are meetings in which the entire team ispresent to review the progress of the project.

• A determination is made as to whether or not the work wasperformed as stated and the goals successfully achieved.

• Output from toll gate reviews include actions to be takenbased on facts.

• Champion, Sponsor, Project Manager, etc., in conjunction withteam members, review the progress and give a formal GO tothe next phase.

©2009 ASQ 54

Progress Check

1. Discuss the similarities and differences betweenGantt charts, PERT charts, Critical Path Analysis,and Precedence Diagram Method.

2. The critical path in a project means: (select one)

a. Activities on this path has zero slack time

b. The project is of high importancec. Activities within the critical path can be

completed late

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©2009 ASQ 55

Module Status

1. Voice of the customer2. Project charter3. Project tracking

©2009 ASQ 56

Module 4

Exercise Solutions

©2009 ASQ 57

Progress Check

2. Select the most appropriate statement below.

The disadvantages of a fishbone diagram are:

a. It displays the effect in a graphical manner

b. The causes are identified

c. It takes time for the team to create, complete,

and categorize

d. It is easily understood

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©2009 ASQ 58

Progress Check

2. The critical path in a project means: (select one)a. Activities on this path has zero slack time

b. The project is of high importancec. Activities within the critical path can be

completed late

04 CM0471 Module 4

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